|
||||||||||||||||||||
|
||||||||||||||||||||
|
||||||||||||||||||||
The E-Myth Revisited
und über 1 Million weitere Bücher verfügbar für Amazon Kindle .
Erfahren Sie mehr
| ||||||||||||||||||||||||||||||
 Gutschein erhalten
Tauschen Sie jetzt The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It gegen einen Amazon-Gutschein in Höhe von EUR 1,00 ein - einlösbar für Tausende von Artikeln bei Amazon.de. Entdecken Sie mehr eintauschbare Bücher im Bücher Trade-In Shop. Bitte beachten Sie die Teilnahmebedingungen.
 Jetzt für Amazon Student anmelden und um 20% erhöhten Eintauschwert sichern. |
Wird oft zusammen gekauft
Produktinformation
|
Mehr über den Autor
Entdecken Sie Bücher, lesen Sie über Autoren und mehr
› Besuchen Sie die Seite von Michael E. Gerber auf Amazon
› Besuchen Sie die Seite von Michael E. Gerber auf Amazon
Produktbeschreibungen
Amazon.co.uk
Michael Gerber's The E-Myth Revisited should be required reading for anyone thinking about starting a business or for those who have already taken that fateful step. The title refers to the author's belief that entrepreneurs--typically brimming with good but distracting ideas--make poor businesspeople. He establishes an incredibly organised and regimented plan, so that daily details are scripted, freeing the entrepreneur's mind to build the long-term success or failure of the business. You don't need an MBA to understand or follow its directives; Gerber takes time to explain buzzwords and complex theories. Written in a clear and well-paced manner, The E-Myth Revisited is like receiving advice from an old friend. --Sharon Griggins
Kurzbeschreibung
In this first compact disc edition of the totally revised one million copy underground bestseller "The E-Myth, Michael Gerber dispels the myths surrounding starting your own business and shows how commonplace assumptions can get in the way of running a business. He walks you through the steps in the life of a business -- from entrepreneurial infancy, through adolescent growing pains, to the mature entrepreneurial perspective, the guiding light of all businesses that succeed -- and shows how to apply the lessons of franchising to any business, whether or not it is a franchise. Finally, Gerber draws the vital, often overlooked distinction between working on your business and working in your business. After you have listened to "The E-Myth Revisited, you will truly be able to grow your business in a predictable and productive way.
-- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
Welche anderen Artikel kaufen Kunden, nachdem sie diesen Artikel angesehen haben?
In diesem Buch
(Mehr dazu)
Einleitungssatz
If you own a small business, or if you want to own a small business, this book was written for you. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
If you own a small business, or if you want to own a small business, this book was written for you. Lesen Sie die erste Seite
Mehr entdecken
Wortanzeiger
Ausgewählte Seiten ansehenWortanzeiger
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
Tags, die Kunden mit diesem Produkt verbinden(Was ist das?)Klicken Sie zum Suchen verwandter Artikel, Diskussionen oder Personen auf ein Tag.
|
Kundenrezensionen
Die hilfreichsten Kundenrezensionen
2 von 2 Kunden fanden die folgende Rezension hilfreich
Format:Audio CD
This book deserves 7 stars for pointing out the fallacies of how most entrepreneurs operate. The book deserves 1 star for proposing a standard that most people cannot hope to meet. Pay attention to the former, and go light on the latter.
Gerber is correct that most entrepreneurs are limited by a comfort zone of wanting to remain in control as either strong technicians or managers, which limits the potential of the business. As soon as they exceed what they can handle, the business either fails in a break-out attempt or shrinks back to a simpler state. The new businesses that succeed the most are the ones that have a business model that is easy to replicate with ordinary people.
Where Gerber goes wrong is in suggesting that many people can develop such business models. I regularly study the top 100 CEOs in the country for stock-price growth, and few of them think they can develop a new business model. Why should someone starting up a new company be likely to do better than that? They won't. In fact, I have a friend who attempted to start a new business following Gerber's principles and almost failed before he adjusted to normal operating approaches. He spent so much time developing his business model that he never got around to operating it.
Gerber's three favorite examples are McDonald's, Disney, and FedEx. Notice that two of the three got most of their business model ideas from someone else (Ray Kroc from the McDonald brothers in San Bernardino, California and Fred Smith from an Indian air freight operation).
I think there is another fallacy here: You can get ordinary people to do simple things (deliver packages, cook and deliver cheap hamburgers, and smile at people on automated rides). But in many businesses the demands of the market are extraordinary such as in many technological product businesses and services. Microsoft has a business model, for example, but it is not one that Gerber would recognize.
Finally, he condemns people who want to operate their business as a job by being technically expert. What if Peter Drucker spent all of his time developing business models and systems to make pizzas and tacos rather than writing business books about management? What if great musicians developed business models for teaching children to play the violin and piano rather than performing? In other words, there is room and a need for extraordinarily able one-person companies run by technicians.
But don't let my quibbles keep you as an entrepreneur from failing to appreciate the excellent case Gerber makes for having a business model as soon as possible, and working systematically to improve it. If you can do that, you may well develop a true irresistible growth enterprise.
Gerber is correct that most entrepreneurs are limited by a comfort zone of wanting to remain in control as either strong technicians or managers, which limits the potential of the business. As soon as they exceed what they can handle, the business either fails in a break-out attempt or shrinks back to a simpler state. The new businesses that succeed the most are the ones that have a business model that is easy to replicate with ordinary people.
Where Gerber goes wrong is in suggesting that many people can develop such business models. I regularly study the top 100 CEOs in the country for stock-price growth, and few of them think they can develop a new business model. Why should someone starting up a new company be likely to do better than that? They won't. In fact, I have a friend who attempted to start a new business following Gerber's principles and almost failed before he adjusted to normal operating approaches. He spent so much time developing his business model that he never got around to operating it.
Gerber's three favorite examples are McDonald's, Disney, and FedEx. Notice that two of the three got most of their business model ideas from someone else (Ray Kroc from the McDonald brothers in San Bernardino, California and Fred Smith from an Indian air freight operation).
I think there is another fallacy here: You can get ordinary people to do simple things (deliver packages, cook and deliver cheap hamburgers, and smile at people on automated rides). But in many businesses the demands of the market are extraordinary such as in many technological product businesses and services. Microsoft has a business model, for example, but it is not one that Gerber would recognize.
Finally, he condemns people who want to operate their business as a job by being technically expert. What if Peter Drucker spent all of his time developing business models and systems to make pizzas and tacos rather than writing business books about management? What if great musicians developed business models for teaching children to play the violin and piano rather than performing? In other words, there is room and a need for extraordinarily able one-person companies run by technicians.
But don't let my quibbles keep you as an entrepreneur from failing to appreciate the excellent case Gerber makes for having a business model as soon as possible, and working systematically to improve it. If you can do that, you may well develop a true irresistible growth enterprise.
2 von 2 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
I've often wondered how a company can open stores all over the place and have them function while my own business would certainly fail if i were not there to grind it out every day. This amazing little book finally showed me that it CAN be done ... If your business is running you .... then you will not believe the insight Mr. Gerber has . I would have sworn that he had followed me around with a video camera before writing it. Get this book and be the boss instead of your best employee.
2 von 2 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
The primary point of this book - that most small business people spend too much time on the technical details of their business and not enough on developing a scaleable, repeatable business model - is well presented and a point that is certainly worth making. I really liked this first half of this book. However the second half revealed Gerber to be some sort of a paperwork/control freak who proposes systems so burdensome and detailed that they would stifle most real small businesses and insult most employees beyond recovery. This isn't terribly surprising coming from a consultant. A lot of the material in this book would fit nicely in a Dilbert cartoon.
Möchten Sie weitere Rezensionen zu diesem Artikel anzeigen?
Waren diese Rezensionen hilfreich?
Wir wollen von Ihnen hören.
Die neuesten Kundenrezensionen
The E-Myth Revisited
Das Buch gibt Ihnen einige interessante Informationen für Ihr Geschäft.
Ich empfehle Ihnen das Buch zu lesen, wenn Sie gerade Ihre erste Schritte in die Richtung... Lesen Sie weiter...
Ich empfehle Ihnen das Buch zu lesen, wenn Sie gerade Ihre erste Schritte in die Richtung... Lesen Sie weiter...
Vor 1 Monat von Leo Zukov veröffentlicht
E-Myth
Gutes und gesundes Unternehmertun ist nicht schwer. Wir machen es uns schwer. Hier geht es um gute Grundlagen Information, dass leicht verständlich ist. Sehr empfehlenswert.
Vor 6 Monaten von K. Lindroth veröffentlicht
Veraltete Ratschläge für Kleinfirmengründer
Der Autor Michael E. Gerber hat einen sehr bunten Lebenslauf und ist schließlich Unternehmensberater geworden, mit dem Schwerpunkt Firmengründer. Lesen Sie weiter...
Vor 12 Monaten von Oliver Völckers veröffentlicht
Get the point
Der Verfasser trifft den Punkt sehr gut, jedoch amerikanisch breit mit viel Story geschrieben. Die Hälfte des Umfangs könnte das gleich erklären. Lesenswert!
Vor 20 Monaten von Unternehmensberater veröffentlicht
Danger in the Entrepreneurial Zone
This book deserves 7 stars for pointing out the fallacies of how most entrepreneurs operate. The book deserves 1 star for proposing a standard that most people cannot hope to meet. Lesen Sie weiter...
Veröffentlicht am 15. März 2007 von Donald Mitchell
Wirtschaften mit System
Als (Klein-)Unternehmer scheint einen die Arbeit oft aufzufressen. Beliebter Spruch: "Wenn man nicht alles selber macht ... Lesen Sie weiter...
Veröffentlicht am 11. Februar 2005 von Mio
A big hit on "what" to do, but a miss on "how" to...
The E-Myth Revisited really helped me to sort out the difference between being very good at doing something and actually trying to turn that talent or skill into a business. Lesen Sie weiter...
Veröffentlicht am 6. Juni 2000 von Janna White
Danger In The Entrepreneurial Zone
This book deserves 7 stars for pointing out the fallacies of how most entrepreneurs operate. The book deserves 1 star for proposing a standard that most people cannot hope to meet... Lesen Sie weiter...
Veröffentlicht am 3. Juni 2000 von Donald Mitchell
Infomercial
Useless - this was just a long commercial for the author's services. Worse yet, I paid for it. Very little concrete information. Very disappointing.
Veröffentlicht am 29. Mai 2000 von Michael Petra
Well worth reading and pondering
I would have to rate this is the most influential small business book I have ever read. I've been in some kind of business since I was 11 years old and probably further back than... Lesen Sie weiter...
Veröffentlicht am 26. Mai 2000 von Michael Mendenhall
Kunden diskutieren
|
Das Forum zu diesem Produkt
Fragen stellen, Meinungen austauschen, Einblicke gewinnen Aktive Diskussionen in ähnlichen Foren
Kundendiskussionen durchsuchen
|
Ähnliche Foren
|
||||||||||||||||||||||||||||||||||
Lieblingslisten
|
|
Ähnliche Artikel finden
Anhand des Sachgebietes nach ähnlichen Produkten suchen:
Ihr Kommentar
Möchten Sie die Produktinformationen aktualisieren oder Feedback zu den Produktabbildungen geben?
|
